UNIT – III

DESIGN OF PRODUCT,

SERVICE

AND

WORK SYSTEMS

Product design:

“The arrangement of elements or parts that

collectively form a product.”

Concerned with the Form and Function of a

product.

Form design:

- Determines What a product would look like;

(Shape, Appearance)

- What it will be made of;

(Product structure)

- How it will be made

(Process design)

• Aesthetic considerations, and size, volume and

weight of the product.

Function design:

- What it will perform?

- How it will perform?

Television

Car

Air conditioner

Process Design:

“Overall sequences of operations required to achieve the

design specifications of the product”

Specifies the

Type of work stations that are to be used

Machines and equipments necessary to carry out the

processes to produce the product.

Choice of process technology:

Manual,

Mechanized,

Automated technology

Process design related to product design, capable of

achieving the product quality specified.

Importance of product design

Characteristics of a product

How the product can be made?

Design of the production system.

Affects

Product quality,

Cost of production,

Customer satisfaction

MEETS GLOBAL COMPETITION?

Objectives of product design

• Profit generation- Long run

• Achieve desired product quality

• Reduce the development time and cost to the minimum

• Reduce the cost of the product

• Ensure design for manufacturing and assembly

Factors influencing product design

Customer requirements

Convenience of the operator or user

Trade off between function and form

Materials used

Work methods and equipments

Cost/price ratio

Product quality

Process capability

Effecting on existing products

Packaging

Characteristics of good product design

Function or performance

Appearance or aesthetics

Reliability

Maintainability

Availability

Producibility

Simplification

Standaradization

Specification

Safety

Process Planning

Process:Sequence of activities that is intended toachieve some result to create added value to thecustomers.

Types:

• Conversion process: Converting raw materials

into finished goods. (Metallurgical, chemical,

manufacturing, construction)

• Manufacturing process:

a. Forming : Foundry processes (Casting).

Processes change the shape of the raw material

into the shape of the work piece without

removing or adding raw material.

b.Machining: Metal removal operations such as

turning, milling, drilling, grinding, shaping, boring.

c. Assembly: Joining of parts or components to

produce assemblies having specific functions.

Welding, brazing, soldering, riveting, fastening

with bolts and nuts, joining using adhesives.

• Testing process: Involves inspection and testing.

Process Planning:

• Process design: Overall sequences of operations

required to achieve the product specifications.

• Operations design: Design of the individual

manufacturing operation. Examines the man-

machine relationship.

Framework of process design:

• Characteristics of the product or service offered to

the customers.

• Expected volume of output

• Kinds of equipments and machines available in the

firm

• Whether equipments and machines should be of

special purpose or general purpose,.

• Cost of equipments and machines needed

• Kind of labour skills available, amount of labour

available and their wage rate.

• Expenditure to be incurred for manufacturing

process

• Whether the process should be capital-intensive

or labour-intensive

• Make or buy decision

• Method of handling materials economically.

Process selection:

Primary questions:

• How much variety of products or services will the

system need to handle?

• What degree of equipment flexibility will be

needed?

• What is the expected volume of output?

Process strategy:

• “An organization’s approach to process selection

for the purpose of transforming resource inputs

into goods and services.”

• Objective is to find a way to produce goods and

services that meet customer requirement and

product specification within the constraints of

cost and other managerial limitations.

• Key aspects:

• Make or buy decisions: The extent to which a firm

will produce goods or provide services in-house or

go for outsourcing.

• Capital intensity: The mix of equipment and

labour that will be used by the firm.

• Process flexibility: The degree to which the

system can be adjusted to changes in

processing requirements due to such factors

as changes in product or services design,

changes in volume of products produced and

changes in technology.

Process strategies:

• Process focus: Focus on machinery and equipment,

layout and supervision. (Intermittent processes)

• Repetitive focus: Product oriented production

process that uses modules. (Assembly line)

• Product focus: Facility organized around products, a

product oriented, high-volume, low-variety process.

(Continuous process).

Process decisions:

This is done when

• A new or modified product or service is being offered.

• Quality must be improved.

• Competitive priorities have been changed.

• Demand for a product or service is changing.

• Cost or availability of materials has changed.

• Competitors are doing better by using a new technology

or a new process.

Five common process decisions:

• Process choice: Determines whether resources are

organized around products or processes in order

to implement the flow strategy. It depends on the

volumes and degree of customization to be

provided.

• Vertical integration: Degree to which a firm’s

own production system handles the entire

supply chain starting from procurement of raw

materials to distribution of finished goods.

• Resource flexibility: The ease with which

equipments and workers can handle a wide

variety of products, levels of output, duties and

functions.

• Customer involvement: The ways in which

customers become part of the production process

and the extent of their participation.

• Capital intensity: The mix of equipment and

human skills in a production process.